Dynamics of business models - strategizing, critical capabilities and activities for sustained value creation

By Leona Achtenhagen, L. Melin, Lucia Naldi. 2013

550 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/748484b69e21cce704e5bf90fb12328161e3f8ca

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. G. Melloni
2. Shahrokh Nikou
3. Mark de Reuver
4. Tina Saebi
5. N. J. Foss
6. Anna Arbussà
7. Harry Bouwman

In Strategy and Management

1. G. Melloni
2. Tina Saebi
3. Pilar Marqués
4. A. Bikfalvi
5. Anna Arbussà
6. R. Stacchezzini
7. Shahrokh Nikou
8. A. Lai

Citations in the corpus

• Exploring the impact of big data analytics capabilities on business model innovation: The mediating role of entrepreneurial orientation (2021, unknown): “The first dimension concerns the resources and capabilities employed in infra-and inter-organisational processes that generate value for the customer (Achtenhagen et al., 2013).”
• The tone of business model disclosure: an impression management analysis of the integrated reports (2015, background): “…model’’ (BM) is a fundamental concept in understanding how companies operate and create value: it embodies the organizational and financial architecture of a business and explains the way firms convert resources and capabilities into value (Teece 2010; Zott et al. 2011; Achtenhagen et al. 2013).”
• What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation (2017, background): “However, in spite of recent strides forward in the understanding of the drivers, processes, and facilitators of business model change (notably Achtenhagen et al., 2013; Andries and Debackere, 2006, 2007; Andries et al., 2013; Bohnsack et al., 2014; Mason and Leek, 2008; McNamara et al., 2013;…”
• Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs? (2019, background): “Achtenhagen, Melin, and Naldi (2013) concluded, through inductive research, that BM experimentation comprises three activities: (a) retrieving information about the environment, (b) encouraging new ideas, and (c) learning from mistakes.”
• Strategic agility-driven business model renewal: the case of an SME (2017, background): “…value chain, changes in key activities, changes in key resources and changes in cost structure – that are presented and tested using longitudinal case studies in Achtenhagen et al. (2013), who provide valuable evidence on how BM changes over time through strategic action and critical capabilities.”